Benefits and Limitations of Secondary Research in Real-World Context

This portfolio explores the benefits and limitations of secondary research in a real-world context. It discusses the role of managers as researchers and the application of appropriate research approaches. The case study of McDonald's transformation is used as an example. The report also examines the resistance to change and the factors that contribute to it.

Name of the assessment- Individual Portfolio
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Module name- The Real World of Management
Module code- MAN6006
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Table of Contents
Introduction............................................................................................................................ 5
Benefits and limitations the findings of secondary research in a real-world context................6
Application and use of appropriate research approaches, tools and techniques to academic /
organisational contexts...........................................................................................................8
From primary research, critically evaluate the role of managers as researchers..................11
Draw on research, experience and appropriate literature to evidence depth and breadth of
learning and development through an on-going Critical Learning Portfolio...........................12
References........................................................................................................................... 14
Appendices.......................................................................................................................... 16
Appendix 1: McDonald Change transformation Case Study.............................................16
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Introduction
In the today’s ongoing changes and development in the organisation, creative
practices and theories of change management are quite relevant, which were developed by
popular theorist like Lewin, Maslow, etc. one of the central premise, which underpins the
change management usage is the motivation (Burnes, 2014). Every concept related to
change boils down to a single word, which is motivation and it’s quite essential for the
companies and their employees. I believe that it’s quite natural for individuals to get anxious
or defensive at the ongoing changing prospects that are variant from routine of the
individual, which make use of it (Jensen, Craig, Pooley and Rothenbuhler, 2016). That’s
why, if the actions don’t motivate the individual to place their efforts in attaining the expected
outcomes, the improvement probability get reduced (Burnes, 2014). But motivation is again
not something, which can be achieved in a short period.
While it is important to consider the starting of the successful journeys, without
motivation as the main strategy, the complete process might get failed. We all stay in a world
full of unprecedented change (Jensen, Craig, Pooley and Rothenbuhler, 2016). With the
companies and business increasing through the international, complicated, competitive and
unpredictable, change is getting emergent these days (Jensen, Craig, Pooley and
Rothenbuhler, 2016). The regular change has made the companies more unstable, and
unplanned change is not something acceptable (Burnes, 2014). The calculative, purposeful
and collaborative change process is highly efficient in getting connected with the unexpected
and unplanned changes (Jensen, Craig, Pooley and Rothenbuhler, 2016). This needs urgent
implementation when the trend get spotted. While many authors had attempted how and
what changes need to be made, Kurt Lewin has pioneered in this area (Burnes, 2014).
He had explored the three stages by which the companies traverse before getting
change, such as unfreezing, moving as well as refreezing (Jensen, Craig, Pooley and
Rothenbuhler, 2016). The first steps include addressing the status and need for change; the
second step initiate the change through adopting the action and including the people, and
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final steps include finalising the change and making it permanent (Jabri, 2012). All the
modification and expansion in the Lewin’s theory was offered by Stivers and Wheelan
(2012), that explained the planned change to comprise of five main stages, such as trail,
awareness, evaluation, interest and adoption that is later on described by Jensen, Craig,
Pooley and Rothenbuhler (2016). All these theories are the best type of change
implementation (Jensen, Craig, Pooley and Rothenbuhler, 2016). Though it’s a time-
consuming process, it’s well suited in a business environment, which is stable; but during a
complex period or dynamic period, emergent planning is best suitable, along with quick
thinking (Jensen, Craig, Pooley and Rothenbuhler, 2016).
This report is the portfolio related to the personal experiences, views of researchers,
which is explained with the help of secondary research, including the case of McDonald,
which depict the real management example. This report will also present the limitation of
secondary research and the role of manager with the help of tools and techniques.
Benefits and limitations the findings of secondary research in a real-world context
In the context of Lewin’s theory in the context of the real world, the theory assumes
that the environment of an organisation is stable and different types of change management
can be implemented in the small-scale change items (Jensen, Craig, Pooley and
Rothenbuhler, 2016). Along with this, the power and politics of the company are not
considered entirely driven by management (Jensen, Craig, Pooley and Rothenbuhler, 2016).
I believe that the main theme of the work is that, groups in which the individuals faced
influences through feelings, perception and actions, and these things help in bringing the
change, whether it’s an individual, group or at the organisational level (Jensen, Craig, Pooley
and Rothenbuhler, 2016). The core interest is to include resolving conflicts, with the help of
behavioural changes and to meet the two requirements, analysing the formation and
maintenance of groups, and motivation is existing behind it and bringing change in behaviour
as per the change (Hayes and Kotwica, 2013).
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In the context of the real world, the McDonald case can be considered, which
underwent through informational changes, to reposition itself in the food market, and also
tried to rebrand itself (Jensen, Craig, Pooley and Rothenbuhler, 2016). The organisation face
the rise in criticism, because of the campaigns of anti-junk food protestors and anti-obesity
campaigns, the company had to bring change in its culture, which entirely match with the
increasing requirement of individuals that had become variant in few years (Kerzner, 2018).
Along with these changes were required to bring back profits. This kind of change is hugely
categorised as the most emergent change, which fit in the category of transformational
change (Jensen, Craig, Pooley and Rothenbuhler, 2016). It was not planned because
McDonald didn’t view it occurring and the company proved with bringing different radical
transformation. The main characteristic of transformational change is that, differences in
leadership style include staff confidence, efficacy and self-esteem (Fabozzi and
Pachamanova, 2016).
I have analysed that transformation of McDonald at the huge organisational level
took place, in which companies adopted itself as per the environment (Mourdoukoutas,
2013). The key vision behind the transformation of McDonald was to come up as a health-
conscious food outlet, in opposition to the category of junk food (Jensen, Craig, Pooley and
Rothenbuhler, 2016). The organisation also reposition their products as nutritious and even
align itself as the new brand image related to fitness and health (Jensen, Craig, Pooley and
Rothenbuhler, 2016). In the year 2003, the company started the initiative and also offered
salads (Bible, Bivins and Bivins, 2011). Their initiative strategy of lifestyle cover with extra
information on nutrition in the food served, and they even information through brochures
(Jensen, Craig, Pooley and Rothenbuhler, 2016).
The Lewin’s work faced the criticism, which was the outcome of narrow work
interpretation. I believe that the perception of the company was not stable or either fixed,
neither they view the changes through the single dimension, nor their work even depicted
that they were aware of the stability limits (Hughes, 2015). Far from viewing the changing as
predictable, the company viewed it like the iterative learning process, under which final
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achievements hold more value in McDonald journey (Jensen, Craig, Pooley and
Rothenbuhler, 2016). Organisation transformation in specific conditions of challenges might
be fast, but it's limited to the technical or structural changes, where else the behavioural
changes took time (Soergel, 2015). I believe that in any company, conflicts are the ongoing
process and his approach with analysis, developing new insights, as well as testing the
solutions is appropriate even the present world of business (Jensen, Craig, Pooley and
Rothenbuhler, 2016).
I believe that thinking of the company depends on the connection or relationship with
the things. Instead of referring the individual pieces of systems, occurrence, thinking of the
company should consider the interdependency among the parts and whole should be
appreciated (Jensen, Craig, Pooley and Rothenbuhler, 2016). As per Lewin theory,
McDonald includes various subsystems, such as hierarchical requirements, process flow,
bureaucratic relationships, perceptions, individual attitudes, services, production, quality
control, sales and assurance (Moran, 2011). Any kind of change in the single subsystem
effect other systems, due to the subsystem interconnectedness (Jensen, Craig, Pooley and
Rothenbuhler, 2016). People working at different organisational level includes different
perceptions of specific action and appreciate the perspectives of system thinking. This leads
towards the identification of various underlying structures in change complexity (Burke,
2017).
Research tools and techniques
For the purpose of research, secondary research method will be applied, which
includes the application of theories and the information provided by previous researchers in
relation to the research topic. A case study of McDonald is discussed in relation to real-world
context. The resistance of change method is presented below:
Resistance to change
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Staff resistance to change is unavoidable at specific time, and I believe that
management should be prepared to respond towards it (Jensen, Craig, Pooley and
Rothenbuhler, 2016). It’s the individuals within the company, which are thwarted and
impacted through the changes and they resist because of the fear. There is an underlying
fear of the impact that comes with the change, such as job performance, workplace
relationships and various other factors related to the job (Jensen, Craig, Pooley and
Rothenbuhler, 2016). As per Ashkanasy, Wilderom and Peterson (2011), all these
individuals in connection hold power to thwart the change implementation. People often
require time to get adjust with the changes and hold fear about the unexpected to be more
rational as compared to irrational. Harvey and Broyles (2010) depicts that individuals
belonging to the company accept the changes, in comparison to the organisational
management, which tries to ease the anxieties in various ways (Jensen, Craig, Pooley and
Rothenbuhler, 2016).
These can be attained through permitting the staff to understand in advance about
the plans of change. In specific to this, management should offer the staff that directly impact
the decision with full change information (Jensen, Craig, Pooley and Rothenbuhler, 2016).
An in context of management, they should offer the clarified response to every staff
questions and offer the staff with time to show the impact of the proposed changes on them
and on the entire company (Selznick, 2011).
People often differ in different ways they respond back to change. Author () set up
the dispositional resistance to change the concept that embodies the variation in the reaction
of various people (Jensen, Craig, Pooley and Rothenbuhler, 2016). A scale known as RTC is
used for the purpose of measuring the dispositional resistance to change, under which
structural as well as predictive legitimacies of resistance is measured. The research depicted
that dispositional resistance associated has an intolerance for the secrets, dogmatism, risk
aversion and various other traits (Moore, 2010). The traits includes the four dimension,
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which includes routine seeking that includes the extent to which the individuals depend over
the environment stability, emotional reaction discussing the reaction of individual over stress
and discomfort due to change imposed, short term emphasis that show the inconvenience
created through pre-occupation of individual with short term issues, in which change might
lead to significant issues and cognitive rigidity, referring the wilful resistance towards
innovative changes and ideas (Oreg and Goldenberg, 2015). Dispositional resistance to
change initiate the individuals not to approve the changes, even though the change is docile
and hold a welcoming view (Jensen, Craig, Pooley and Rothenbuhler, 2016).
Another significant notion is essential in the analysis of resistance in the intervention
depth. The notion is advanced through Liu (2009) that explored a few of the significant
factors that are referred to while making the selection about the intervention depth. Here, the
depth is related to a limit to which the individual feelings of the person has explored and the
level to which individuals are emotionally involved in the process of change (Jensen, Craig,
Pooley and Rothenbuhler, 2016). The intervention selection depth also relies on the strategy
involved in the process of change (Schlosser, 2012). For example, while referring to the
changes happened within the organizational culture, the depth of intervention is usually
pitched at depth level, and in case it’s complete superficially, the resistance level will be
high, and the process of change is expected to get failed (Jensen, Craig, Pooley and
Rothenbuhler, 2016).
The cognitive dissonance theory depicts that individuals who are inherently
committed through specific actions get insensitive towards the benefits of the proposed
change. In the case of McDonald, it is depicted that the company refused to accept the
change, even though it faced the adverse feedback over their present system (Jensen,
Craig, Pooley and Rothenbuhler, 2016). Individuals who are basically convinced should
decide objectively of being subjective, and try to make the preconceived decision about the
particular course of action to whom they are committed (Weinbach, 2015). While applying
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the principles related with change management in the company, in case the proposed
changes goes out of estimation in mind set of specific individual, then estimation might
bound to attain the acquitted resistance, until the change in attitude includes prevails
(Jensen, Craig, Pooley and Rothenbuhler, 2016). In the case of minimum dissonance level,
the resistance will be less, and the problem of attitude will be negligible (Mitchell, 2013). The
scenario move upside down in a crisis, where the attitude gets change, concerning the
people about a quick and radical change in overcoming the dissonance (Jensen, Craig,
Pooley and Rothenbuhler, 2016).
From primary research, critically evaluate the role of managers as researchers
In the dynamic situation, decision making is quite complex mainly when the process
of decision making is indirect, either delayed or it has a different impact. In today’s
organisation, managers are regularly placed in the situation, where do they have to act. As
per the system thinking approach, Jensen, Craig, Pooley and Rothenbuhler (2016) mention
that, the practice begins with the feedback understanding. This core understanding will pave
the path in initiating the people to explore the recurring sets (Jensen, Craig, Pooley and
Rothenbuhler, 2016). This proves that the manager is far away and hold the liberty of
ignoring the response not they can misperceive it. The feedback strength is high and the
time delay usually happens, which deteriorate the organisation performance (Jensen, Craig,
Pooley and Rothenbuhler, 2016).
Stivers and Wheelan (2012) depend on the concept related to mental models that are
important in paving the path, in which the individuals usually perceive the reality that can turn
the shape of the organisation (Jensen, Craig, Pooley and Rothenbuhler, 2016). The system
viewpoint permits the managers to view the beneath the surface in the set structure of
behaviour and attitude that aid in attaining the required leverage to change that is not
accessible through referring over particular events (Stivers and Wheelan, 2012). The core
aim to achieve the growth is not through pushing the extension, but through limiting the path,
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obstruction to expand. Jensen, Craig, Pooley and Rothenbuhler (2016) mention that it does
not identify the core structural, economic, social in the organisational growth, as doings o
might contradict the core objectives (Jensen, Craig, Pooley and Rothenbuhler, 2016).
Literature on-going Critical Learning Portfolio
Managing change
While the change might include broad categories as emergent and planned, there
are specific dimensions to change, which explore appropriateness in the present
environment of business. Jensen, Craig, Pooley and Rothenbuhler (2016) mention that
transformational change is the main type. Kotler explored the eight areas that lead the
company efforts of transformation to get fail. And subsequently, it explores the process of
eight stages in every company, to have successful transformation (Jensen, Craig, Pooley
and Rothenbuhler, 2016).
Jensen, Craig, Pooley and Rothenbuhler (2016) had mentioned that McDonald has
come up with the changes in a drastic way, through changing their menu and also come up
with the launch of salads and campaigns for the fitness nutrition (Jensen, Craig, Pooley and
Rothenbuhler, 2016). It is analysed that government as well as various other influential
health advocates in the world highlight that McDonald hold the reason for the rise in obesity
level (Gasca, 2014). In America, McDonald has supplied their products, where most of the
people are obese. The menu changes are promoted through the company new slogan
“McDonald, but as you know it” (Gasca, 2014). The key aim of the company was to make
changes in the thinking of the people about the products and create an awareness related
with the direct mailing of brochures to around seventeen million households in the UK
(Jensen, Craig, Pooley and Rothenbuhler, 2016).
Other issues related with McDonald image happened in the year 2001, where the
organisation was accused of making use of beef extracts in the fries, which is served to
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vegetarians in the world (Gasca, 2014). The base of the consumer in these society sections
felt that they were cheated by the misleading information given by company, even though it
was given that fries are suitable for all the vegetarian in the organisation. After a long protest
over the use of animal fats in oils for the purpose of frying (Gasca, 2014). The company
moved to apply vegetable oil frying for making the lost flavours, due to its switch, and natural
beef flavours were added in fries, which didn’t go right in the vegetarian soups (Gasca,
2014). At that time, FDA doesn’t need the company to be listed in the natural additives in the
nutrition table, and this argument came up when one of the vegetarian Indian origin living in
Los Angeles headquarters of the company and analyse about the natural beef flavours use
(Gasca, 2014). McDonald had also explored the subject related to various lawsuits
accounting millions of euros of the company (Gasca, 2014).
Recently, it is noted that the fast food giants are spending billions in the country of
Canada for transforming their brand in the hope that the image of the country will
reinvigorate (Gasca, 2014). The project includes the store's renovation for making the
customers feel invited whenever they visit the outlets. Most of the investments are designed
for making the changes in the interiors of the store, but the part is also accounted for making
the changes in the menu, which include healthy beverages and premium salads alternatives
(Gasca, 2014). The company understand that the requirement of the consumer base is
continuously changing and adapting with the change to remain successful (Gasca, 2014). In
the present generations, putting the calorie count is important, when the option comes of
food, and McDonald is not the first place for consumers in their mind. A fundamental
overhaul planned in McDonald characterise vegetables and fruits (Gasca, 2014).
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References
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Organizational Culture and Climate. SAGE
Bible, M. J., Bivins, S. and Bivins, S. S. (2011). Mastering Project Portfolio Management: A
Systems Approach to Achieving Strategic Objectives. J. Ross Publishing
Burke, W. W. (2017). Organization Change: Theory and Practice. SAGE Publications
Burnes, B. (2014). Managing change. 6th ed. Harlow, England: Prentice Hall Financial
Times.
Fabozzi, F. J. and Pachamanova, D. A. (2016). Portfolio Construction and Analytics. John
Wiley & Sons
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Thinks It's Time to Tweak Its Recipe. [Online] Inc.com. Available at:
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Positive Power. R&L Education
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Hughes, M. (2015). The Leadership of Organizational Change. Routledge
Jabri, M. (2012). Managing organizational change. Basingstoke: Palgrave Macmillan
Jensen, K. B., Craig, R. T., Pooley, J.D. and Rothenbuhler, E. W. (2016). The International
Encyclopedia of Communication Theory and Philosophy, 4 Volume Set. John Wiley & Sons.
Kerzner, H. (2018). Project Management Best Practices: Achieving Global Excellence. John
Wiley & Sons
Liu, Y. (2009). Analysis and Evaluation of Organizational Change Approaches. IJBM, 4(12),
pp. 1-19.
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Mitchell, G. (2013). Selecting the best theory to implement planned change. Nursing
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Moore, S. (2010). Strategic Project Portfolio Management: Enabling a Productive
Organization. John Wiley & Sons
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Appendices
Appendix 1: McDonald Change transformation Case Study
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